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MaRess – Task 4: Resource Policy in the Area of Enterprise-Related Instruments – Executive Summary
oped on the basis of the first existing KPI sets (see Onischka et al. 2010). The goal is
for the indicators to be fundamentally suiTab. for companies to capture data independently.
The development process will be facilitated with the involvement of relevant
stakeholders from the financial sector, by the private sector and by Federal Environment
Ministry and Federal Environment Agency auditors. The results can also be
used within twelve months for further legislation.
Under the aegis of a data centre that should be attached to the Federal Statistical Office,
resource-relevant information at the enterprise level made available via reporting
obligations, from annual reports or general statistics could be gathered together and
processed. In the long term, this should lead to systematic company reporting. The
provision of data for politicians, associations and especially for financial service providers
should also be supported by national and international harmonisation, for example
in development and standardisation bodies. After a pilot phase of two to three years,
the data centre should be fully functional and could in the medium term provide the
necessary data for financial service providers’ risk management. This could also satisfy
the need to develop resource-related key performance indicators in the Task 4 areas
Efficiency Awareness & Performance and Innovation & Market Launch.
2.3.5 Intermediary Resource-Efficiency Structures: Mediation and Promotional
Structures (8)
Idea: At the regional level, existing mediation and promotional programmes aimed at
increasing resource efficiency should be expanded and linked.
Organisation: The central measures are:
• To build and/or expand actor structures to increase the resource efficiency of sectors,
regional intermediaries and private-sector associations in the form of financial
support and by establishing efficiency offices
• To optimise existing pools of advisers at the regional level. For example, advisers
who are competent both professionally and in terms of process could be supported
by “efficiency angel” networks in the company context. Adviser tandems can offer
specialist technical skills combined with implementation competence and will be
deployed regionally, inter alia by way of integration into existing structures (associations,
networks, etc.)
• To push regional networks in the direction of resource efficiency.
To build up intermediary resource-efficiency structures, an appropriate promotional
programme for institutional structures (3) will either be integrated into existing promotional
structures or newly launched (see in greater detail Görlach/Schmidt 2010).
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